Business Process Management at Wells Fargo Advisors

Businesses must improve their processes continuously in order to remain competitive and achieve success. Failure to make process improvement a priority will result in higher costs and lower revenue. Also, your customers will be less satisfied and your employees less motivated if you continue to process “the same way as we always do” and never embark on an effort for improvement. Whether it resides with some sort of exception handling, invoice payment, or human resource procedure, every company has at least one broken manual process. To make matters worse, many companies may utilize several software applications to facilitate the completion of a process.

Business Process Management (BPM) is a discipline that can optimize, execute, control, and automate your process. BPM can also measure and analyze your process to provide real-time metrics to make business decisions and influence future improvement efforts.

In short, BPM simplifies and streamlines your process to keep it running smoothly. According to Gartner, BPM brings attention to the highest-value processes — the ones that are most aligned with the business goals and strategy — for the best return on investment. [McCoy, David W. (2011, July 22) Business Process Management (BPM) Key Initiative Overview.]

The presentation will cover a general overview of Ameren’s assessment process; examples of supplier assessments; outline how Ameren’ Quality group works with the project team (engineering, sourcing, project management and the Supplier), and provide examples of the benefits realized from the program to date.

Diane Brockmeier is nationally recognized for implementing several innovative best practices within the field of organ and tissue donation. Among her key accomplishments is the design and construction of a first-in-the-nation, on-site surgical suite for organ recovery. She also championed the establishment of OPO-operated driver’s license bureaus, leading to an increase in state donor registry enrollments. In 2016, Diane was named a recipient of the Most Influential Business Women Award from the St. Louis Business Journal and an inaugural recipient of the Healthcare Accomplishment Recognition Award presented by the St. Louis chapter of the Healthcare Businesswomen’s Association. Diane has been with Mid-America Transplant for 30 years, first as a nurse and then rising through the ranks to oversee all clinical services before becoming President and CEO in 2016. Her passion for donation, combined with her collaborative leadership style, builds consensus and fosters organizational growth and sustainability.

Quality at Anheuser-Busch InBev

Closing: Bill Troy (CEO ASQ)

Rising Economic Power of Quality

For today’s organizations, these are challenging times. Entire industries are being disrupted by startups or innovators with new business models and technologies. A difficult global economy creates uncertainty. Today’s customers have a multitude of information at their fingertips and want greater choice and responsiveness. Rapid time to market is critical to competitiveness, and there is enormous pressure to design, build and ship products at blazing speeds.

Successful organizations have learned to deliver world-class quality through products, processes and people — no matter how unforgiving the business environment. They harness the enormous economic potential of quality management to attain leadership of their respective markets.

ASQ, in association with Forbes Insights — the research arm of Forbes Media — has explored the “Rising Economic Power of Quality” to identify organizations that have attained leadership through quality management, and examine the overall impact of quality on driving competitiveness in the 21st century. The research, based on the observations of executives and quality professionals from across the globe, identifies the links between quality efforts and corporate performance. This includes looking at the evolving business value of quality, and the tools and platforms making a difference, as well as plans to move forward with quality efforts. The actionable research provides companies with a roadmap toward better connecting quality efforts and corporate performance no matter where they are in their state of quality maturity.

William J. Troy joined ASQ in 2014 following a 38 year U.S. Army career, from which he retired as Lieutenant General (three stars). His most recent position was director of U.S. Army Staff at the Pentagon. Troy served in Europe, the United States, Asia, and the Middle East.

At ASQ, Troy directs the organization’s mission to advance quality and quality tools worldwide. His duties include ensuring the alignment of the strategies and goals established by ASQ’s board of directors. He also works with ASQ’s volunteer member leadersand represents ASQ as a board member of the ANSI ASQ National Accreditation Board, Exemplar Global, and the Baldrige Foundation.

Troy was director of the U.S. Army Staff from August 2010 until July 2013. He led 20,000 military staff and civilians, assisted in the oversight of a $5 billion budget, and ensured the integration and coordination of policies, plans, and decisions affecting the entire U.S. Army.

Prior to his tour as director, he served as the Commanding General, U.S. Army Alaska, where he was responsible for the combat readiness of 12,000 soldiers, and the welfare of 20,000 family members.

He has held many significant general officer positions on behalf of the U.S. military, including Chief of Staff for III Corps in Iraq during Operation Iraqi Freedom.

Troy was commissioned in the infantry from the United States Military Academy, where he received a bachelor of science degree. He received master’s degrees from the Naval Postgraduate School, and the Naval War College, and was a Senior Fellow at Harvard University’s Weatherhead Center for International Affairs.

He is the recipient of numerous awards, including the Bronze Star, the Combat Infantryman Badge, the Ranger Tab, Master Parachute Wings, the Distinguished Service Medal, and Commander in the French National Order of Merit.

Lean Six Sigma Sessions

A1 Rod Toro

How to transfer your skills from manufacturing to service?

This presentation will highlight 10 key principles that a quality, lean or six sigma practitioner can use to ensure their ability to make a meaningful impact for any service company. The problems of seeing a product versus understanding the output and how to rely on tools and techniques in a different way will be presented. Each attendee will be shown ten strong principles to overcome these and many other misconceptions.

Rod Toro, with Edward Jones, is a Deployment Leader for Strategic Initiatives in the Firm’s Operational Excellence. As part of the original group, Rod led the deployment in the Finance, Client Strategies Group and Legal Compliance Division. He also mentored, trained and coached the original group of team that is deploying in all levels and all divisions across the Firm. Currently, he has been working with the Firm wide strategic initiatives concerning regulations from the Department of Labor, Enterprise Wide Risk Management, FA Selection and Retention, Regional Business Planning and other firm wide projects.

He has previously worked in a wide variety of industries (from manufacturing, pharmaceuticals, automotive, aerospace, electronics, medical devices, distribution, consulting etc.). Rod owned his own consulting business for 7 years that helped hundreds of companies in a wide variety of industries install an effective quality management system meeting ISO 9001 and TS 16949 requirements. He has presented in local, regional, national and global conferences (starting in 1992 throughout his career, presenting twice in 2016 at the American Quality Institute ISO 9000 and Lean Six Sigma Conference in Nashville. He has also helped companies become certified to the new ISO 9001:2015 standard. In all these endeavors, 100% of the companies have been certified on their first attempt with no major noncompliances and averaging 3 minor ones per company.

A2 Jared Evans (MasterControl, Inc.)

Creating a Lean Culture of Continuous Improvement and Engagement

Clarence Francis once stated that enthusiasm, initiative, loyalty, and devotion can’t be bought but they can be earned. During this session, attendees will be treated to an introduction of the Lean concepts of waste reduction through value stream thinking and the 6S standardization and organization system. In addition, a method for implementing Lean culture will also be shared. This method will help attendees learn how to earn the engagement of their team and avoid becoming a ‘flavor of the month’ corporate initiative.

Possible Take Away Skills/Concepts: 1) A method to capitalize on a company’s most valuable resource, its people! 2) A repeatable method for process improvement 3) Standardization and organizational concepts to help create a clean and well-ordered workplace 4) Tips to help manage complex change and earn enthusiasm when implementing a culture of Lean in an organization

A3 Fabrice Bouchereau (Process Zen Consulting)

Kaizen Kanban

This presentation will introduce techniques to combine various toolboxes and leverage the experience of participants to identify improvement opportunities for entire value streams and compile project Kanban linked to key business objectives and prioritized based on complexity and return on investment. Kaizen Kanban can be used to describe both the visual facilitation approach to lead flow kaizens and the communication boards that prioritizes projects for entire value streams based on complexity and return on investment.

“Kaizen” is commonly used to describe team supported events to quickly break apart and rebuild a process to function better. “Kanban” originates from the Japanese word for signboard or Billboard. They are traditionally implemented to signal to workers what to build next, or what parts to retrieve. The Kaizen Kanban communication and prioritization boards are visible to all levels of employees within the organization. They compile project linked to key business objectives and prioritized based on complexity and return on investment. This tells improvement teams which projects are next in line for implementation.

Fabrice Bouchereau, PE, PMP, SSBB, is a licensed Industrial & Systems Engineer, facilitator and trainer. He has over 18 years of experience changing company culture and leading improvement projects in a broad range of industries including healthcare, medical devices, pharmaceuticals, textiles, transportation, oil & gas and energy. Fabrice is an award winning author and accomplished speaker. Fluent in English, French, and Spanish, he has delivered training in the US, Caribbean, Mexico and Latin America. He founded Houston-based ProcessZen Consulting and his mission is to help organizations leverage quality and lean tools to achieve continuous improvement and the mindset to meet today’s innovation, quality and project management challenges.

Risk Management Sessions

B1 Greg Smith (St. Louis Regional Chamber)

Risk Management in the Supply Chain

Director of Logistics Sector – St. Louis Regional Chamber.

Greg joined the St. Louis Regional Chamber in November 2016 as the Director of the Logistics. He is an UMSL Graduate and has an MBA from St. Louis University. He has spent over 30 years in Supply Chain Management at four large Corporations in the St. Louis Area. As a long time Director of Purchasing, Greg routinely assessed risk in his employers supply chain and developed strategies to mitigate the risks to the greatest extent possible.

B2 Robert Whitman (HSHS Southern Illinois Division)

Risk Management in Healthcare

B3 Roger Crist (MoxTek, Inc)

The ISO 9001:2015 standard has 12 specific requirements for performing risk assessment. This session will review how a local company has applied risk-based thinking in a variety of ways to address the risk management requirements, including use of a software-based risk tool.

Roger Crist has over 25 years of experience as a quality professional covering aerospace, automotive, and FDA-regulated industries. His positions have included working as a quality engineer, quality manager, and quality consultant as well as an assistant professor in the manufacturing program at Weber State University and an ISO 9001 lead auditor for an accredited registrar. Roger is a self-proclaimed “quality nerd” and is currently serving as the Placement and Publicity Chair in his local ASQ section in Salt Lake City.

Back to Basics Session

C1 Dr. Beth Cudney (Missouri S&T)

and

Tejaswi Materla Ph.D.

Candidate (Missouri S&T)

Improving Patient Satisfaction using Kano Models

The healthcare sector in the United States is constantly challenged with the growing cost and quality issues that arise due to the difficulties in the identification of complex patient needs. Healthcare providers are focusing on understanding patients’ needs that greatly impact their satisfaction by implementing quality methodologies and tools to manage rising healthcare costs and enhance healthcare service quality as well as patient safety. This session will present the application of the Kano model to identify a diverse range of patient needs and convey its potential usefulness in the continuous improvement of the healthcare sector. Topics will include identification of patient needs, categorization of the needs based on their impact on satisfaction, and prioritization of the needs based on their strength values (category and total) that indicate an important patient perspective.

Elizabeth Cudney, Ph.D. is an Associate Professor in the Engineering Management and Systems Engineering Department at Missouri University of Science and Technology. She received her B.S. in Industrial Engineering from North Carolina State University, Master of Engineering in Mechanical Engineering and Master of Business Administration from the University of Hartford, and her doctorate in Engineering Management from the University of Missouri – Rolla. In 2017, Dr. Cudney received the 2017 Yoshio Kondo Academic Research Prize from the International Academy for Quality for sustained performance in exceptional published works. In 2014, Dr. Cudney was elected as an ASEM Fellow. In 2013, Dr. Cudney was elected as an ASQ Fellow. In 2010, Dr. Cudney was inducted into the International Academy for Quality. She received the 2008 ASQ A.V. Feigenbaum Medal and the 2006 SME Outstanding Young Manufacturing Engineering Award. She has published six books and over 65 journal papers. She holds eight ASQ certifications, which include ASQ Certified Quality Engineer, Manager of Quality/Operational Excellence, and Certified Six Sigma Black Belt, amongst others. She is a member of the ASEE, ASEM, ASQ, IISE, and the Japan Quality Engineering Society (JQES).

Tejaswi Materla is a Ph.D. candidate in the Department of Engineering Management and Systems Engineering at Missouri University of Science and Technology. She received her B.E. in Electrical and Electronics Engineering from Osmania University, M.S. in Engineering Management and Graduate Certificate in Lean Six Sigma from Missouri University of Science and Technology. Before receiving her Master’s degree, she worked as a Software Engineer in power and software sectors of India. She is an ASEM Certified Associate Engineering Manager and the 2016 recipient of the Herbert McMahon Education Grant by American Society for Quality (ASQ) St. Louis Section 1304. She is a student member of the ASQ, IISE, and ASEM.

C2 Tim Kelly (MoreSteam)

Quality Tools Workshop

C3 Peg Drummond (SuperTeams)

Team Building for Lean Six Sigma

CEO and Lead Facilitator and Trainer

Peg knows teams…

What makes them work, what stops them cold…

Since 1994 Peg Drummond has lead hundreds and hundreds of meetings from Process Redesign, Strategic Planning Sessions, and Business Plan Rollouts with billions on the table. Her real passion is inspiring leaders and transforming organizations by changing what happens in meetings and on teams. Peg says, “It doesn’t matter how thorough your research and data are, if your team is not motivated to work with YOU – your project will be compromised.” Right out of high school, Peg began learning about the power of teams.

She joined the U.S. Air Force and was trained as a medic. Mentored by two Viet Nam Veteran medics, she learned the meaning of teamwork, following a process, grace under pressure, your team having your back and how that builds trust, the value of keeping your sense of humor – even in the most challenging of times, and the power we each have to facilitate kindness.

The Need for More Critical Thinking

My presentation will highlight the need for more critical thinking, discuss some methods for increasing critical thinking systematically in an organization and make the case that critical thinking can be developed by the individual as a tool to increase influence and career progression within an organization.

ISO/TS 16949:2009 has a new name and a few new changes. The Automotive OEM’s are raising expectations to address systemic weaknesses in supply chain performance. They are adding new requirements for auditors, safety, and corporate responsibility. And they are adopting the same High Level Structure used in the ISO 9001:2015 standard.

NOTE: ISO/TS 16949:2009 certificates will be invalid after 9/14/18 and no CB Audits will take place for ISO/TS 16949:2009 after 10/1/17. If you have a registration or surveillance audit occurring within the next twelve months, you need to have a plan in place NOW!

Learn about the changing requirements in IATF 16949, how they might affect you, and what you need to know for the transition.

Digital transformation is a buzzword phrase these days, and arguably the transformation has been occurring for decades. Today, we can pick up our phones and do things that would previously take large computers to do, if they even could. At times digital becomes annoying, but tools are emerging that can allow us to engage employees on teams and in departments like never before, whether they’re in the same room or scattered across the globe. To Tom, the smart use of these tools is CI at work – they can keep teams more connected, helping them to get things done faster and better. He looks forward to sharing his insights and real-world examples with you.

How Artificial Intelligence Can Transform Quality and Operations Management

The age of truly proactive (instead of reactive) operations and quality management is finally here. With the data that’s now being collected from people doing business processes – whether repetitive or one-off, we need to seize the opportunity to use machine learning/AI for proactive operations management. This talk focuses on macro technology trends in the last decade. We will focus on the specific ingredients that are finally in place for machine learning technologies to help non-technical users do business processes at consistently higher quality. We also talk about the opportunities to predict operational delays and failures before they actually happen.

Using TRIZ Innovation Techniques in Transactional Settings

The “Theory of Inventive Problem Solving” or “Theory of the Solution of Inventive Problems” known as TRIZ, as developed by Ginrich Altshuller, has been difficult to effectively use in a wide variety of settings. Creativity has been viewed as an art with innovation a close cousin. Ginrich uses a more disciplined tool to look for opportunities to improve the process.

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